The techniques of program evaluation parallel the historian's methods, which usually consist of mining both qualitative and quantitative sources. Test scores, questionnaires, and unobtrusive measures provide good quantitative data, whereas interviews supply important qualitative information. Researcher involvement in the project being assessed can…

Discusses benchmarking, the continuous process of measuring one's products, services, and practices against those recognized as leaders in that field to identify areas for improvement. Examines ways in which benchmarking can benefit human resources functions. (JOW)

Superintendents and key executives from 22 California districts were asked to interpret and evaluate 8 restructuring approaches. Viewpoints expressed offer contrasting assessments shaped by the issue's salience and explicitness, interest in performance improvement versus public confidence development, and concern for accountability versus…

Discusses the training needs of three types of supervisors: (1) those who cannot supervise and know it; (2) those who can but not very well; and (3) those who mistakenly think they are doing a great job. Offers suggestions for designing courses, determining appropriate course content, teaching the class, and evaluating the program. (JOW)

Nurses approach the process of program accreditation from different perspectives with different strategies. These two articles offer contrasting approaches: Moccia looks at accreditation as an opportunity to improve program quality, and Strutz and Gilje explain how to prepare for a National League of Nursing self-study. (JOW)

Reviews published assessments of oral communication across the curriculum programs in higher education. Reports activities and results from a faculty and student development program at a midsized comprehensive state university. Suggests that this approach holds significant promise for curricular development and improvement of student communication…

Evaluates an organizational diagnosis program that assesses managerial communication skills and provides the frame for follow-up training programs. Finds that managers participating in follow-up communication skills training performed significantly higher on interpersonal skills, problem-solving ability, and productivity over three long-term…

Portfolio assessment can be used effectively to evaluate a student's performance in a course, to evaluate a student's performance in a program, and to evaluate an entire program or any of its components. (JOW)

Simultaneous evaluations of the existing Department of Veterans' Affairs pharmaceutical distribution system and an alternative "prime vendor" distribution concept in the private sector were conducted. This review of the methodology illustrates the problems and advantages in conducting large multisite evaluations simultaneously. (SLD)

Delphi and Q-sort techniques were used by 34 educators to rank technology education curriculum guidelines for developing countries. The highest-ranked issues included the following: technology education should teach creative thinking and problem solving, it should be part of general education for all, and it should integrate other subjects. (SK)

Describes 10 components that are characteristic of effective assessment programs. Suggests that effective assessment programs are ones that have a recognized campus value in addition to satisfying the requirements established by external mandates. (RS)

Belgian participants (n=129) in seven types of memory training rated the training too short but useful. Most enrolled concern about memory deterioration; 41% increased memory awareness. However, no effect was found on pre/postprogram scales of the Memory Function Questionnaire. (SK)

Focused, sustained staff development occurs too seldom in U.S. schools. The "just-in-time" approach involves learning teams composed of teachers who teach a specific content area at the same time or at contiguous grade levels. "Bite-sized" training sessions, facilitated by a staff-development professional, occur every few…

Discusses Donald J. Kirkpatrick's Level 4 evaluation model and how and whether to measure the value of training today. Suggests that a balanced view is needed to measure hard- and soft-skill performance gauges, tangible and intangible benefits, and long- and short-term results. (JOW)

The balanced scorecard, a customer-based continuous improvement system, can be applied to business schools. Business deans (n=38) suggested goals and measures for a customer perspective, including such factors as stakeholders, program and service quality, public image, teaching/learning excellence, curriculum excellence, fund raising, and human…